M.Sc. Business Management
in Organization/IT

ORG/IT strategy – introduction to the objectives and content and value contributions

• RDL as platform economists and technology companies – challenges of today’s ORG/IT work
• Requirements and opportunities of blockbuster digitization, regulation and complexity
• CIO agenda – interaction between organization, IT and corporate strategy
• Scope ORG/IT strategy – content and regulatory requirements
• From ORG/IT strategy to concrete implementation – objectives, core tasks, procedures and reference models as well as practical examples along the pillars:
  – “Business and IT architecture” – What do the institutes need in terms of ORG and IT support?
  – “ORG/IT management” – How are ORG/IT services optimally provided?
  – “ORG/IT governance” – How are performance, budget and risk-bearing capacity ensured?

Digital transformation – opportunities for new technologies and business models

• “New thinking” in FDL – focus on customer journey, value added and customer experience
• Positioning ORG/IT as a driver of innovation and a key force in “research and development”
• Agile orientation of the IT organization towards continuous further development by interdisciplinary teams
• Integration of agile IT into an agile overall organization via Scaled Agile Framework
• Introduction to relevant technology trends, such as big data analytics, machine learning, distributed databases/blockchain, voice interfaces, augmented reality and sensor networks
• Critical examination of technology trends with regard to use cases for the future of financial services
• Value creation in networks and API banking
• Maturity level of European institutions in their digital and agile transformations – “Digital Pulse Check 2018”

Service management – services and processes of ORG/IT work

• IT as a production factory – challenges of today’s ORG/IT work in financial services institutions
• ORG and IT services – alignment, principles and design of the service offering
• ORG/IT process house – covering the value chain along Manage, Plan, Design, Build and Run
• Models for the organizational and operational structure – internal structure and embedding of service management in the organization
• Service management against the background of agile organizations
• Scope, content and core elements of individual control processes, such as architecture or project portfolio management
• “Demand and solution management” – central interfaces between specialist departments and ORG/IT
• Common standards and reference models for ORG/IT (e.g. ITIL)

IT sourcing – determining the optimal ORG/IT value creation

• “Make or buy” – objectives and content requirements for sourcing strategies
• Sourcing trends and experiences in the FDL industry – from IT, cloud (infrastructure and software as a service) to business process outsourcing and platform as a service
• Critical success factors of ORG/IT sourcing
• Base case and business case – cost transparency and cost evaluation in IT sourcing
• RfI and RfP – provider evaluation and decision models
• “Transition & Transformation” – Successful implementation of sourcing measures
• Alignment and design of the retained organization
• Regulatory requirements for ORG/IT sourcing – Service provider management and provider control (e.g. through BAIT)

Manage IT – Governance for tangible ORG/IT work

• Manage IT and IT risk – motivation for tangible governance
• Requirements for ORG/IT management and principles of the ORG/IT management model
• ORG/IT Rulebook – Objectives, scope and content of the management processes along the ORG/IT value chain in practice
• Value of IT – cost management and optimization as well as scenario-based approaches for measuring the value contribution of IT
• Service and provider management – managing interfaces between service recipients and providers
• Management and control instruments – dashboards, KPIs and reporting in practice
• Common standards and reference models for ORG/IT (e.g. COBIT) and external regulatory requirements (e.g. BAIT)

IT Risk – meeting compliance and IT security requirements

• “IT risk management” – requirements in the financial services industry (e.g. MARisk, BAIT)
• Basics of data security and IT security
• Management of operational risks
• COBIT standard for ensuring MaRsik compliance
• IT compliance audit
• Impact of the EU GDPR
• Scope, content and core elements of individual processes;
  – Business Continuity Management
  – Access and identity management
• Cyber Security” – Digitalization as a challenge for information security
• “Shadow IT” – management of individual data processing (IDP)

Project management – control of ORG/IT change processes

• Critical success factors in ORG/IT project work
• PM toolbox – project leadership and management with the help of tried-and-tested methods, reference models and formats
• Project planning, management and control, resource management
  – Project organization and processes
  – Project documentation and reporting
  – Project cost, result and financial transparency
  – Project objective, dependency and risk management
• “One size fits all?” – Agility vs. waterfall
• Introduction to multi-project management and project portfolio management
• Quality assurance in multi-project management
• From project portfolio management to transformation management
• “The neglected three”: team building as well as communication and change management

Agile working in the financial industry

• Motivation for the use of agile project management procedures
• Delimitation and transformation from classic project management to agile project management
• Introduction to the use of agile methods at team level using the SCRUM approach
• Motivation, illustration and presentation of agile methods in a scaled environment (multi-team) based on zeb project experience
• Investigation of critical success factors in agile working
• Discussion of current opinions on agile working and derivation of recommendations for action